Minding the gap in reward management The academic–practitioner divide

The gap between research and practice in the field of reward and human resource management is discussed. Through the study of NetTech – a UK-owned rail infrastructure company – the divergence between the HRM practitioner and academic researcher is analysed. In particular, the chapter outlines NetTech’s rollout of a new pay framework and employee engagement survey. It illustrates how, by not embracing an evidence-based approach, the new pay and engagement initiatives received a lukewarm response from employees and failed to achieve the anticipated outcomes.